Entries in cultural change
(10)

Introduction

Gamification has always been a favourite topic with the #SWChat, community where it's usefulness in business has always split the audience. We are returning to this topic to see how Gamification has evolved and how people's opinion's may have changed.

This event debated whether Gamification can incentivise employees better or whether it's really just about point's and badges.

Definitions

Gamification is the concept of using game design elements in non-game applications to make them more fun and engaging.

Game mechanics are constructs of rules intended to produce an enjoyable gameplay. Think of it as basic building blocks that can be combined in interesting ways to drive a (often complex) sequence of actions in order to achieve desired results.

Courtesy of KISSMetrics

Event Questions

Q1) Gamification is a smart way to increase Brand loyalty & better understand your customer. Agree/disagree?Q2) Are companies turning to Gamification as standard reward programmes no longer motivate employees?Q3) Can (and should) Gamification be used to drive a companies core business processes? Q4) Can Gamification drive cultural behaviours of employees to increase productivity?Q5) Can Game mechanics in the workplace help to build and foster better employee working relationships?

Introduction

Collaboration is nothing new. People have been collaborating since the stone ages to hunt for food. But how has collaboration evolved in the last few years, what has been the business impact and what makes a good collaborator?

This event took a deep dive into collaboration from the social tools to people's behaviours.

Event Questions

Q1) Companies today must build an infrastructure for it's employees to work remotely. Agree/disagree?Q2) Is a flattened hierarchy, openness, and shared ideas the new work culture of today?Q3) Should companies encourage more social networking / relationship building of it's own employees?Q4) Is reward and recognition essential in today's collaborative culture to encourage better contribution?Q5) Does the role of a manager change in a company with a collaborative culture at it's core?

Introduction

Any company undergoing a social business transformation has to address the cultural change for sustained adoption. If you don't plan to deal with the change in mindset of your employees then you are planning to fail.

When I talk about the culture of social business I'm referring to the human behaviours of what it means to be social in business and the change in mindset associated with sustained change.

The culture of a true social business is about being open, transparent and encouraging trust amongst your peers and colleagues. It's where much more value is placed upon the benefits of networking and relationship building with employees to work together on the companies goals.

I often use the phrase 'Social Business is said to flatten hierarchies'. This doesn't mean it replaces them, but instead creates the framework to allow the right employees to collaborate and focus on the objectives to deliver regardless of the job title they hold.

"For every piece of the knowledge pie you share, you will receive two in return."

This event debated how companies should manage this cultural change to be successful in their social business transformation and reveals the new CHANGES methodology designed to help any business evolve to become a true social business.

Event Questions

Q1) Top down management policies are the best way to change an entrenched culture. Agree / disagree?Q2) Are methodologies like The CHANGES Methodology, essential for changing hearts & minds for social collaboration?

Q3) What 3 top tips would you advise any organization dealing with a dramatic cultural change (e.g. no internal email)?Q4) Cultural change in any organization has to be driven from HR. Agree / disagree?Q5) Many people in an organization will always fear change. How do you overcome this fear/resistance?

Introduction

According to Gartner, a social organisation is an organisation that handles significant business challenges and opportunities using social media platforms to engage stakeholders, such as employees, customers and suppliers, to work and collaborate together. A social organisation empowers employees, which creates openness, creativity and collaboration. It is all about the people.

So how do you go about transforming your business to become a Social Business? This event delved into the why and how of Social Business transformation.

Guest Hosts

Business Guru Peter Drucker said 'the most valuable asset of a 21st century organization will be its knowledge workers and its productivity', I see Social Business as fundamental to enabling both.

Andy is a Social Business researcher, advisor and public speaker. During the last 17 years he has served as a trusted advisor for several industry leading organizations including Andersen, Ernst & Young, JP Morgan Chase and Oracle. He is a career long student of enterprise communication and collaboration and loves sharing what he has learned. Andy is a frequent conference speaker and an avid road cyclist. He enjoys connecting people and dots.

Greg constructively challenges the status quo to achieve real change in organizations. With a background in IT, communications and collaboration, Greg is passionate about making technology usable to make people's jobs easier and changing the way companies do business. He does this by demonstrating value through building business cases and leading organizations to develop and support new behaviors, by working with leadership to help them understand how and why to leverage social business systems within their enterprise to achieve better business outcomes. He also writes and speaks about strategies and tactics that can be employed by companies to drive success in the Social Business space.

Event Questions

Q1) Why does any business want or need to become a Social Business? Q2) Why are organisations much slower to adopt social methods of engagement compared to the outside world?Q3) What's more important for Social Business Transformation, cultural change or technology enablement?Q4) Groundswell approach or top down leadership - which has the better chance of success of sustained transformation?Q5) What are the key steps in transforming any business to become a Social Business?

Summary

Questions Asked

Q1)What does the term 'social learning' mean to you? Q2)What benefits can the use of social media bring to learning? Q3)When orgs use technology to support business processes why do they resist SoMe to support learning? Q4)Organisational culture is the biggest barrier to using SoMe to support learning. Agree/disagree? Q5)L&D traditionally 'own' learning. SoMe crosses all boundaries. How can other groups support learning? Q6)What needs to change so we stop talking about using SoMe for learning and make it happen?